Abstract
This chapter shows how to focus brainpower on an efficient problem-solving approach. A track is a highway for specific types of service problems in which particular agents, who have the knowledge required to tackle those problems, solve them. It is articulate because it allows agents to skip from one highway to another, depending on demand. Tracks run through service modules. Any service is composed of a set of service modules that can either be located inside the company or the extended enterprise ecosystem. Service modularity makes for high flexibility. The chapter shows how one company has implemented both tracks and service modules.
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Notes
- 1.
Remember that secondary does not mean it has no added value. Secondary is synonymous with plannable. In a brokerage, for example, company or sector research is indispensable when advising clients. But they are secondary tasks performed during a broker’s downtime. A broker’s primary task is placing and selling securities.
- 2.
This is a constant we have seen throughout this book and I shall not repeat myself.
- 3.
This they have done in keeping with suitable academic guidelines and the SPDM way of operating. But of course they didn’t do so, that was the Processes Intervention group’s doing!
- 4.
Remember, bottlenecks do not go away; they just move on.
- 5.
Remember, wastefulness in Japanese.
- 6.
When the concept was understood fully and the Operations Settings area proven to be a help, the modules were given their proper name, that is, service modules.
- 7.
I think it is obvious but want to stress that such a step requires approval from the CEO and managing committee. Changing to modules is an important step, as the operational design is reset. It requires full backing from senior management. Without that backing, such a transformation cannot be considered.
- 8.
Many ghosts are seen and companies full of brainpower see things everywhere. Balloons must be burst constantly, and facts and realities exposed. And prototyping must be done. Prototyping does away with smokescreens and exposes realities. Never forget, with brainpower FACTS; FACTS; FACTS.
- 9.
If the automation business case does not turn out to be suitable, at least spot what F5 tasks currently exist in the module, so as to be able to act on them and unlock capacity second time round.
- 10.
Broker: person that, by trade, acts as intermediary in deals to buy and sell exchange-listed shares and financial securities.
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Chapter 7: Conceptual Appendix
Chapter 7: Conceptual Appendix
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Muñoz-Seca, B. (2019). Problem-Solving Tracks and Service Modules. In: How to Get Things Right. IESE Business Collection. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-14088-5_7
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DOI: https://doi.org/10.1007/978-3-030-14088-5_7
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Publisher Name: Palgrave Macmillan, Cham
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